Context

In 2000, Ericsson initiated a major commercial transformation: moving from bundling services (and give away for free) with hardware to building a standalone Professional Services business. This shift aimed to both defend margins and unlock new growth areas such as managed services, outsourcing, consulting, and education. At the time, few telecom players had successfully monetized professional services at scale.

Mandate

As Portfolio Marketing Manager at the newly formed Professional Services Division, my mission was to:

• Drive the shift to monetise professional services by reframing the value for internal stakeholders, who had long successfully operated in a hardware-first model.
• Educate and convince customers to pay for previously bundled offerings—repositioning services as value drivers rather than cost items.

Strategic impact

Developed a Consultative, Value-Based Selling Framework

Created new marketing and sales collateral, tools, and internal training materials to support transition from hardware-led to consultative and value-based selling. Equipped global sales, marketing, services teams to articulate value.

Restructured and streamlined the Services Portfolio

Consolidated ~700 fragmented service line items into 30 customer-facing, value-based solution packages with defined pricing models and delivery structures. Integrated into Ericsson’s product catalog and financial systems.

Field enablement and rollout across markets

Drove internal enablement and go-to-market execution, with direct implementation responsibility in the Americas region working on-site in Dallas with the regional team, customers and partners to ensure adoption.

Measurable outcomes

Enabled Professional Services Growth

Laid the foundation for what became Ericsson’s fastest-growing business area. Professional Services would grow to represent over 50% of company revenues by 2010, a transformation that began with this shift in 2000.

Accelerated Commercial Readiness

The streamlined solution portfolio and messaging enabled field teams to price, position, and deliver services consistently, speeding up RFP response time by 3X (months saved), resulting in greater deal velocity and improved customer clarity.

Supported Ericsson’s First Outsourcing Deals

Part of the early customer engagement teams that helped close Ericsson’s first network outsourcing agreements with O2 Netherlands, establishing a model for future large-scale service contracts.

What I’m most proud of

Helping define and operationalize one of Ericsson’s most important business model transformations.

Leading regional rollout in the Americas, collaborating across customers, internal teams, and delivery units.

Bringing clarity to complexity—turning hundreds of legacy services into actionable solutions that drove deal momentum.

How others describe my leadership

Recognized early in my career for high energy, strategic conviction, and customer engagement skills. Known for driving belief in a new way of selling, influencing senior decision-makers with clarity and confidence, and consistently bridging business needs with actionable commercial tools. Colleagues and leaders saw me as a high-capacity contributor with a strong ability to lead transformation.